Essentials of Organizational Behavior, Global Edition

Cover
Title Page
Copyright
Dedication
Brief Contents
Contents
Preface
Acknowledgments
About the Authors
Part 1: Understanding Yourself and Others
	Chapter 1: What Is Organizational Behavior?
		Management and Organizational Behavior
			Effective Versus Successful Managerial Activities
			Organizational Behavior (OB) Defined
		Complementing Intuition with Systematic Study
			Building on Big Data with Artificial Intelligence
		Disciplines That Contribute to the OB Field
			Psychology
			Social Psychology
			Sociology
			Anthropology
		There Are Few Absolutes in OB
		Challenges and Opportunities for OB
			Globalization
			Workforce Demographics
			Workforce Diversity
			Social Media
			Employee Well-Being at Work
			Positive Work Environment
			Ethical Behavior
		Coming Attractions: Developing an OB Model
			An Overview
			Inputs
			Processes
			Outcomes
		Employability Skills
			Employability Skills That Apply Across Majors
		Summary
		Implications for Managers
	Chapter 2: Diversity in Organizations
		Diversity
			Demographic Characteristics
			Levels of Diversity
		Discrimination and Stereotyping
			Stereotype Threat
			Discrimination in the Workplace
		Biographical Characteristics
			Age
			Gender
			Race and Ethnicity
			Disabilities
			Hidden Disabilities
		Other Differentiating Characteristics
			Religion
			Sexual Orientation and Gender Identity
			Cultural Identity
		Ability
			Intellectual Abilities
			Physical Abilities
		Implementing Diversity Management Strategies
			Attracting and Selecting Diverse Employees
			Diversity in Groups
			Diversity Programs
		Summary
		Implications for Managers
	Chapter 3: Attitudes and Job Satisfaction
		Attitudes
		Attitudes and Behavior
		Job Attitudes
			Job Satisfaction and Job Involvement
			Organizational Commitment
			Perceived Organizational Support
			Employee Engagement
		Job Satisfaction
			How Do I Measure Job Satisfaction?
			How Satisfied Are People in Their Jobs?
		What Causes Job Satisfaction?
			Job Conditions
			Personality
			Pay
			Corporate Social Responsibility (CSR)
		Outcomes of Job Satisfaction
			Job Performance
			Organizational Citizenship Behavior (OCB)
			Customer Satisfaction
			Life Satisfaction
		The Impact of Job Dissatisfaction
			Counterproductive Work Behavior (CWB)
			Managers Often “Don’t Get It”
		Summary
		Implications for Managers
	Chapter 4: Emotions and Moods
		What Are Emotions and Moods?
			Positive and Negative Affect
			The Basic Emotions
			Moral Emotions
			Experiencing Moods and Emotions
			The Function of Emotions
		Sources of Emotions and Moods
			Personality
			Time of Day
			Day of the Week
			Weather
			Stress
			Sleep
			Exercise
			Gender
		Emotional Labor
			Controlling Emotional Displays
		Affective Events Theory
		Emotional Intelligence
		Emotion Regulation
			Emotion Regulation Influences and Outcomes
			Emotion Regulation Techniques
		OB Applications of Emotions and Moods
			Selection
			Decision Making
			Creativity
			Motivation
			Leadership
			Customer Service
			Work–Life Satisfaction
			Deviant Workplace Behaviors
			Safety and Injury at Work
		Summary
		Implications for Managers
	Chapter 5: Personality and Values
		Linking Individuals to the Workplace
			Person–Job Fit
			Person–Organization Fit
			Other Dimensions of Fit
		Personality
			What Is Personality?
		Personality Frameworks
			The Myers–Briggs Type Indicator
			The Big Five Personality Model
			How Do the Big Five Traits Predict Behavior at Work?
			The Dark Triad
		Other Personality Attributes Relevant to OB
			Core Self-Evaluation (CSE)
			Self-Monitoring
			Proactive Personality
		Personality and Situations
			Situation Strength Theory
			Trait Activation Theory
		Values
			Terminal versus Instrumental Values
			Generational Values
		Cultural Values
			Hofstede’s Framework
			The GLOBE Framework
		Summary
		Implications for Managers
Part 2: Making and Implementing Decisions
	Chapter 6: Perception and Individual Decision Making
		What Is Perception?
			Factors That Influence Perception
		Person Perception: Making Judgments about Others
			Attribution Theory
			Common Shortcuts in Judging Others
		The Link Between Perception and Individual Decision Making
		Decision Making in Organizations
			The Rational Model, Bounded Rationality, and Intuition
			Common Biases and Errors in Decision Making
		Influences on Decision Making: Individual Differences and Organizational Constraints
			Individual Differences
			Organizational Constraints
		Ethics in Decision Making
			Three Ethical Decision Criteria
			Choosing Between Criteria
			Behavioral Ethics
			Lying
		Creativity and Innovation in Organizations
			Creative Behavior
			Causes of Creative Behavior
			Creative Outcomes (Innovation)
		Summary
		Implications for Managers
	Chapter 7: Motivation Concepts
		Motivation
		Early Theories of Motivation
			Hierarchy of Needs Theory
			Two-Factor Theory
			McClelland’s Theory of Needs
		Contemporary Theories of Motivation
			Self-Determination Theory
			Goal-Setting Theory
		Other Contemporary Theories of Motivation
			Self-Efficacy Theory
			Reinforcement Theory
			Expectancy Theory
		Organizational Justice
			Equity Theory
			Distributive Justice
			Procedural Justice
			Interactional Justice
			Justice Outcomes
			Culture and Justice
		Job Engagement
		Integrating Contemporary Theories of Motivation
		Summary
		Implications for Managers
	Chapter 8: Motivation: From Concepts to Applications
		Motivating by Job Design: The Job Characteristics Model (JCM)
			Elements of the JCM
			Efficacy of the JCM
			Motivating Potential Score (MPS)
		Job Redesign
			Job Rotation and Job Enrichment
			Relational Job Design
		Alternative Work Arrangements
			Flextime
			Job Sharing
			Telecommuting
		Employee Involvement
			Cultural EIP
			Examples of Employee Involvement Programs
		Using Extrinsic Rewards to Motivate Employees
			What to Pay: Establishing a Pay Structure
			How to Pay: Rewarding Individual Employees Through Variable-Pay Programs
		Using Benefits to Motivate Employees
		Using Intrinsic Rewards to Motivate Employees
			Employee Recognition Programs
		Summary
		Implications for Managers
Part 3: Communicating in Groups and Teams
	Chapter 9: Foundations of Group Behavior
		Defining and Classifying Groups
			Social Identity
			Ingroups and Outgroups
		Stages of Group Development
		Group Property 1: Roles
			Role Perception
			Role Expectations
			Role Conflict
		Group Property 2: Norms
			Norms and Emotions
			Norms and Conformity
			Norms and Behavior
			Positive Norms and Group Outcomes
			Negative Norms and Group Outcomes
			Norms and Culture
		Group Property 3: Status, and Group Property 4: Size and Dynamics
			Group Property 3: Status
			Group Property 4: Size and Dynamics
		Group Property 5: Cohesiveness, and Group Property 6: Diversity
			Group Property 5: Cohesiveness
			Group Property 6: Diversity
		Group Decision Making
			Groups Versus the Individual
			Groupthink and Groupshift
			Group Decision-Making Techniques
		Summary
		Implications for Managers
	Chapter 10: Understanding Work Teams
		Differences Between Groups and Teams
		Types of Teams
			Problem-Solving Teams
			Self-Managed Work Teams
			Cross-Functional Teams
			Virtual Teams
			Multiteam Systems
		Creating Effective Teams
			Team Context
			Team Composition
			Team Processes and States
		Turning Individuals into Team Players
			Selecting: Hiring Team Players
			Training: Creating Team Players
			Rewarding: Providing Incentives to Be a Good Team Player
		Beware! Teams Are Not Always the Answer
		Summary
		Implications for Managers
	Chapter 11: Communication
		Functions of Communication
			The Communication Process
		Direction of Communication
			Downward Communication
			Upward Communication
			Lateral Communication
			Formal Small-Group Networks
			The Grapevine
		Modes of Communication
			Oral Communication
			Written Communication
			Nonverbal Communication
		Choice of Communication Channel
			Channel Richness
			Choosing Communication Methods
			Information Security
		Persuasive Communication
			Automatic and Controlled Processing
			Choosing the Message
		Barriers to Effective Communication
			Filtering
			Selective Perception
			Information Overload
			Emotions
			Language
			Silence
			Communication Apprehension
			Lying
			Communicating in Times of Crisis
		Cultural Factors
			Cultural Barriers
			Cultural Context
			A Cultural Guide
		Summary
		Implications for Managers
Part 4: Negotiating Power and Politics
	Chapter 12: Leadership
		Trait Theories of Leadership
			Personality Traits and Leadership
			Emotional Intelligence (EI) and Leadership
		Behavioral Theories
			Initiating Structure
			Consideration
			Cultural Differences
		Contingency Theories
			The Fiedler Model
			Situational Leadership Theory
			Path–Goal Theory
			Leader-Participation Model
		Contemporary Theories of Leadership
			Leader–Member Exchange (LMX) Theory
			Charismatic, Transformational, and Transactional Leadership Styles
			Transactional and Transformational Leadership
		Responsible Leadership
			Authentic Leadership
			(Un)ethical Leadership
			Servant Leadership
		Positive Leadership
			Trust
			Mentoring
			Leading in Times of Crisis
		Challenges to Our Understanding of Leadership
			Leadership as an Attribution
			Neutralizers of and Substitutes for Leadership
		Summary
		Implications for Managers
	Chapter 13: Power and Politics
		Power and Leadership
		Bases of Power
			Formal Power
			Personal Power
			Which Bases of Power Are Most Effective?
		Dependence: The Key to Power
			The General Dependence Postulate
			What Creates Dependence?
			Social Network Analysis: A Tool for Assessing Resources
		Influence Tactics
			Using Influence Tactics
			Cultural Preferences for Influence Tactics
			Applying Influence Tactics
		How Power Affects People
			What We Can Do About Power
			Sexual Harassment: Unequal Power in the Workplace
		Politics: Power in Action
			Political Behavior
			The Reality of Politics
		Causes and Consequences of Political Behavior
			Factors Contributing to Political Behavior
			How Do People Respond to Organizational Politics?
			Impression Management
			The Ethics of Behaving Politically
			Mapping Your Political Career
		Summary
		Implications for Managers
	Chapter 14: Conflict and Negotiation
		A Definition of Conflict
			Types of Conflict
			Loci of Conflict
		The Conflict Process
			Stage I: Potential Opposition or Incompatibility
			Stage II: Cognition and Personalization
			Stage III: Intentions
			Stage IV: Behavior
			Stage V: Outcomes
		Negotiation
			Bargaining Strategies
		The Negotiation Process
		Individual Differences in Negotiation Effectiveness
		Negotiating in a Social Context
			Reputation
			Relationships
		Third-Party Negotiations
		Summary
		Implications for Managers
Part 5: Leading, Understanding, and Transforming the Organization System
	Chapter 15: Foundations of Organization Structure
		What Is Organizational Structure?
			Work Specialization
			Departmentalization
			Chain of Command
			Span of Control
			Centralization and Decentralization
			Formalization
			Boundary Spanning
		Common Organizational Frameworks and Structures
			The Simple Structure
			The Bureaucracy
			The Matrix Structure
		Alternate Design Options
			The Virtual Structure
			The Team Structure
			The Circular Structure
		The Leaner Organization: Downsizing
		Why Do Structures Differ?
			Organizational Strategies
			Organization Size
			Technology
			Environment
			Institutions
		Organizational Designs and Employee Behavior
			Span of Control
			Centralization
			Predictability Versus Autonomy
			National Culture
		Summary
		Implications for Managers
	Chapter 16: Organizational Culture
		What Is Organizational Culture?
			A Definition of Organizational Culture
			Do Organizations Have Uniform Cultures?
			Strong Versus Weak Cultures
		How Employees Learn Culture
			Stories
			Rituals
			Symbols
			Language
		Creating and Sustaining Culture
			How a Culture Begins
			Keeping a Culture Alive
		What Do Cultures Do?
			The Functions of Culture
			Culture Creates Climate
			The Ethical Dimension of Culture
			Culture and Sustainability
			Culture and Innovation
			Culture as an Asset
			Culture as a Liability
		Influencing Organizational Culture
			Ethical Cultures
			Positive Cultures
			Spiritual Cultures
		The Global Context
		Summary
		Implications for Managers
	Chapter 17: Organizational Change and Stress Management
		Change
			Forces for Change
			Reactionary Versus Planned Change
		Resistance to Change
			Overcoming Resistance to Change
			The Politics of Change
		Approaches to Managing Organizational Change
			Lewin’s Three-Step Model
			Kotter’s Eight-Step Plan
			Action Research
			Organizational Development
		Facilitating Change
			Managing Paradox
			Stimulating Innovation
			Creating a Learning Organization
			Organizational Change and Stress
		Stress at Work
			What Is Stress?
			Potential Sources of Stress at Work
			Individual Differences in Stress
			Cultural Differences
		Consequences of Stress at Work
		Managing Stress
			Individual Approaches
			Organizational Approaches
		Summary
		Implications for Managers
Epilogue
Endnotes
Glossary
Index
	A
	B
	C
	D
	E
	F
	G
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